In the introduction to this book we identified three general challenges to promoting ethical–organizational integrity. The first was that while we may know that we ought to behave ethically and promote ethical conduct there often can be a lack of complete practical or philosophical consensus regarding what is good and right. The first two chapters address this challenge. Managers do that which is good by driving company success vis-à-vis understanding and meeting stakeholder claims, developing and leveraging mutual stakeholder capabilities, and in turn promoting long-term company success and social welfare. We also learned that in pursuing company success there are some things businesspersons ought never to do and, likewise, ...
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